This article argues that a cultural shift in China away from materialism means that the Chinese luxury car market needs to be more creative. View Summary

This article argues that a cultural shift in China away from materialism means that the Chinese luxury car market needs to be more creative.

The automotive sector was one of the biggest beneficiaries of China's luxury boom, but since then the market has become more competitive for Western car manufacturers.

At the same time, Chinese culture is shifting from ostentatious displays of wealth towards a more cerebral and experiential sense of self.

Car manufacturers are responding by adapting models for Chinese demands, talking more about their heritage, and changing how they sell cars - including by introducing brand experience centres.

2

Luxury marketing: 5 ways to market prestige brands

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Wolfgang Schaefer, Warc Best Practice, July/August 2015, pp. 14-16

This article explores how luxury brands use digital and social media to build proximity to consumers whilst maintaining distance in an 'unselling' strategy. View Summary

This article explores how luxury brands use digital and social media to build proximity to consumers whilst maintaining distance in an 'unselling' strategy.

These luxury brands mix pride and provocation to create intrigue and maintain a premium positioning.

They are also careful about how they use celebrity endorsements, and are circumspect about sharing details to build a send of prestige.

Luxury brands also have a long-standing relationship with art, borrowing a reputation for being discriminating and helping to define culture.

Social media is a natural home for luxury brands that have always sold products without seeming to, and have now adopted interesting content strategies.

3

Burberry Group (Wearing apparel)

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Euromonitor Profiles, June 2015

This Company Profile from Euromonitor provides key details and analysis of luxury apparel and accessories company, Burberry. View Summary

This Company Profile from Euromonitor provides key details and analysis of luxury apparel and accessories company, Burberry. Included is a strategic evaluation with key facts about the British company, competitive positioning against comparative brands, and assessment of its position in the luxury market. Brand opportunities and strategy are identified and recommendations for the future offered.

4

Last word from the East: The end of big luxe?

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Edward Bell, Admap, June 2014, pp. 58-58

This article outlines the current state of the luxury market in China, as demographic and legal changes affect what sells. View Summary

This article outlines the current state of the luxury market in China, as demographic and legal changes affect what sells.

After years of booming growth, the Chinese luxury market experienced massive declines after the government cracked down on 'official gifting' in a drive against corruption.

This crack down has made public displays of wealth less culturally acceptable as people fear government scrutiny, and some of the luxury market has shifted abroad - to Singapore.

The other shift has been towards the growing middle class, who are more price sensitive and more interested in experience.

5

The US luxury retail landscape report

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Nielsen, May 2015

This article examines the luxury consumer landscape in the US, identifying five segments of consumers who have distinct approaches to luxury consumption and recommends ways to build relationships with each. View Summary

This article examines the luxury consumer landscape in the US, identifying five segments of consumers who have distinct approaches to luxury consumption and recommends ways to build relationships with each.

The US luxury market is moving into the mainstream and 2014 spending on luxury goods was higher than Japan, Italy, France and China combined.

Those who buy luxury goods are split into three categories: 'new luxury', who value image, status and quality, 'established luxury', who value quality and prefer subtle status cues, and 'keeping up with the Jones', who are more interested in the status that owning luxury goods confers.

Additionally there are two segments, younger and older 'aspirationals', who value luxury goods but are not likely to purchase them - lower-priced offerings and partnerships with mass merchandisers give these people access to the brand and build loyalty.

6

Point of view: Luxury doesn’t 'do digital'

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Darika Ahrens, Admap, May 2015

This article debunks the myth that the web is for bargain hunters and luxury doesn't 'do digital'. View Summary

This article debunks the myth that the web is for bargain hunters and luxury doesn't 'do digital'.

Google data suggests that over 90% of luxury shoppers research products and services online before they buy.

Luxury brands, however, are neglecting the early phases of the customer journey and are not keeping up with the high expectations of digital consumers.

Customers do not distinguish between online and offline anymore and if brands want to remain classed as luxury they must provide a consistent brand experience on- and offline.

7

Insight into US luxury consumers

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Bob Shullman, Admap, April 2015, pp. 14-16

This article summarises a survey into buying luxury brands in the US and finds that the luxury brands should rethink their consumer base and how they market to them, focusing more on lower-income segments. View Summary

This article summarises a survey into buying luxury brands in the US and finds that the luxury brands should rethink their consumer base and how they market to them, focusing more on lower-income segments.

Although luxury consumers are seen as being very high-income individuals, and do clearly represent a valuable portion of the total luxury marketplace, mass-market consumers with average incomes constitute an additional and substantial proportion.

19% of American adults answered in the affirmative to the survey question 'Did you buy any luxury products or services over the past 12 months?', equivalent to 46 million people, split evenly by gender but skewed towards a younger age group.

Additionally, while marketers tend to target very high-income luxury buyers, these represent 4 million people, while there are 22 million in the 'affluent' income group who buy luxury items and 20 million 'mass-market' buyers.

Despite these findings, the household incomes that luxury brands target do not match the proportions of where the buyers and prospects are actually situated - only 18% target mass-market America.

When it comes to their consumers, 14% have a formalised listening or feedback programme and are also the brands most likely to report optimism about current and future prospects.

8

Ralph Lauren (Wearing apparel)

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Euromonitor Profiles, March 2015

This Company Profile from Euromonitor provides key details and analysis of luxury apparel and accessories company, Ralph Lauren. View Summary

This Company Profile from Euromonitor provides key details and analysis of luxury apparel and accessories company, Ralph Lauren. Included is a strategic evaluation with key facts about the U.S. company, competitive positioning against comparative brands, and assessment of its position in the luxury market. Brand opportunities and strategy are identified and recommendations for the future offered.

9

LVMH Moët Hennessy Louis Vuitton (Wearing apparel)

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Euromonitor Profiles, March 2015

This Company Profile from Euromonitor provides key details and analysis of luxury apparel, wines and spirits and beauty company, LVMH, the owner of brands such as Dom Pérignon, Christian Dior and Donna Karan. View Summary

This Company Profile from Euromonitor provides key details and analysis of luxury apparel, wines and spirits and beauty company, LVMH, the owner of brands such as Dom Pérignon, Christian Dior and Donna Karan. Included is a strategic evaluation with key facts about the French company, competitive positioning against comparative brands, and assessment of its position in the luxury market. Brand opportunities and strategy are identified and recommendations for the future offered.

10

Harrods taps the mobile-gaming addiction

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Stephen Whiteside, Event Reports, NRF Big Show, January 2015

This event report discusses how Harrods, the iconic department store in London, is using gamification to engage consumers. View Summary

This event report discusses how Harrods, the iconic department store in London, is using gamification to engage consumers.

Mobile gaming helped the chain reach out to a new generation of younger buyers, who are generally more engaged with smartphones than TV spots and glossy print ads.

Launching 'Stiletto Wars' - a game using a similar model to Candy Crush Saga - to coincide with the unveiling of its new Shoe Heaven department let Harrods engage a more youthful audience, secure widespread PR coverage, drive social media traffic and beat sales targets.

Another game introduced in the run up to Christmas in 2014 proved less successful, but offered valuable lessons about the role of marketing support and what fuels digital virality.

11

Fortnum & Mason Teas packaging

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Design Business Association, Gold, Design Effectiveness Awards, 2015

This case study describes how Fortnum & Mason, a long-running specialist premium food store in London, invested in a redesign that would dramatically increase sales of its tea ranges. View Summary

This case study describes how Fortnum & Mason, a long-running specialist premium food store in London, invested in a redesign that would dramatically increase sales of its tea ranges.

Teas are the hero range for Fortnum & Mason and with main competitor Harrods benefitting from its strong position as a tourist attraction, Fortnum & Mason needed to reinforce their authority in premium specialty tea.

The entire range of specialty teas was redesigned using fully printed, colour-coded tins to create distinctiveness and reflect the brand's renowned attention to detail and quintessential Englishness.

The redesign stimulated an average overall 103% increase in total like-for-like range volume sales.

12

New models for luxury marketing

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Marcia Roosevelt, Admap, February 2015, pp. 18-20

This article urges a rethink of luxury marketing, as western societies change and make mass-marketing less relevant, while other countries have different approaches to hierarchy. View Summary

This article urges a rethink of luxury marketing, as western societies change and make mass-marketing less relevant, while other countries have different approaches to hierarchy.

Luxury marketing is often dismissed and perceived as niche and irrelevant, but this is changing as technology makes culture more individualised and companies want to expand their top-tiers for greater profitability.

Research found that national and cultural values are more important than economic indicators in determining what 'luxury' means.

This led to four distinct models of 'luxury': the power of prestige, democratised performance, graceful utility, and refined beauty aesthete.

13

LVMH Moët Hennessy Louis Vuitton (Toiletries and cosmetics)

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Euromonitor Profiles, December 2014

This Company Profile from Euromonitor provides key details and analysis of LVMH Moët Hennessy Louis Vuitton, the owner of brands such as Christian Dior, Givenchy, Guerlain, BeneFit, Fresh and Make Up For Ever. View Summary

This Company Profile from Euromonitor provides key details and analysis of LVMH Moët Hennessy Louis Vuitton, the owner of brands such as Christian Dior, Givenchy, Guerlain, BeneFit, Fresh and Make Up For Ever. Included is a strategic evaluation with key facts about the French company, competitive positioning against comparative brands, and assessment of its position in the cosmetics market. Brand opportunities and strategy are identified and production and distribution methods are examined. Recommendations for the future offered.

14

Understanding the Chinese luxury market: Three competing notions of self-worth

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Emily Barley, Event Reports, Perspectives on China, October 2014

This report looks into how Chinese consumers research and buy luxury goods and services, and discusses associated cultural trends. View Summary

This report looks into how Chinese consumers research and buy luxury goods and services, and discusses associated cultural trends.

China's economic boom has created a large luxury market – although this market has evolved significantly over recent years, with ostentatious displays of wealth increasingly frowned-on.

There are three notions of self-worth – "we", "I" and rising individualism – that play into this market evolution.

The report concludes with a case study from the automotive sector, showing how these three notions influence a specific purchase decision.

15

Sharing and owning: The rise of the hybrid consumer

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Vincent Rousselet, Market Leader, Quarter 4, 2014

This article discusses the rise of the 'hybrid' consumer and explores the underlying trends that are driving this development. View Summary

This article discusses the rise of the 'hybrid' consumer and explores the underlying trends that are driving this development.

The emerging 'hybrid' consumers are happy to spend heavily on the latest Apple product but also to save money on their weekly shop by going to discounters such as Lidl and Aldi.

At the same time, the 'sharing economy' has seen a rise in enthusiasm for products and services available to rent, rather than to own.

This new consumer landscape, which combines previously separate behaviours such as embracing rental with ownership and luxury with austerity, calls for new kinds of segmentation.

16

The changing face of Indian luxury

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Preeti Chaturvedi, Event Reports, Indian Retail Congress, April 2014

This event report pulls together the thoughts of some leading participants in the Indian luxury market. View Summary

This event report pulls together the thoughts of some leading participants in the Indian luxury market.

The number of wealthy households is set to increase and luxury brands will typically be targeting a younger demographic.

Most will be making greater use of online channels, while the use of franchising may be an option for some.

Brands are also looking at ways of attracting lower spending consumers into their orbit, through, for example, a specialised second-hand car offer, or the use of big-name fashion designers on less exclusive clothing.

17

Rent the Runway dresses up haute couture for the Netflix generation

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Stephen Whiteside, Event Reports, Northside Festival, June 2014

This event report explains how Rent the Runway, an online platform where shoppers hire designer apparel, has disrupted the fashion industry. View Summary

This event report explains how Rent the Runway, an online platform where shoppers hire designer apparel, has disrupted the fashion industry.

Rather than drawing its influence solely from the catwalk, the company has looked to Netflix, the digital entertainment pioneer, for inspiration.

One distinctive feature of Rent the Runway’s outlook is viewing itself as a service provider, which seeks to provide every client with a “Cinderella experience”.

As is often the case with brands in the sharing economy, the firm has drawn on user-generated content and reviews to help guide its customers when choosing outfits.

It has also introduced a monthly subscription option for accessories, in reflection of the payment plans more commonly used in the entertainment sector.

18

Audi: Staying ahead of the race in Korea

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Barbara Messer, Event Reports, ADMA Global Forum, July 2014

This event report discusses how Audi is winning over consumers in South Korea, where German automotive brands now account for approximately 65% of imported car sales. View Summary

This event report discusses how Audi is winning over consumers in South Korea, where German automotive brands now account for approximately 65% of imported car sales.

Jörg Dietzel, head of marketing at Audi Korea, reveals the strategies Audi is using to translate its brand values for Korean consumers in line with local trends.

The company is also positioning itself as "tomorrow’s brand" to better compete with Mercedes Benz and BMW, which are more established in this market.

19

Coach (Wearing apparel)

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Euromonitor Profiles, July 2014

This Company Profile from Euromonitor provides key details and analysis of luxury apparel and accessories company, Coach. View Summary

This Company Profile from Euromonitor provides key details and analysis of luxury apparel and accessories company, Coach. Included is a strategic evaluation with key facts about the U.S. company, competitive positioning against comparative brands, and assessment of its position in the luxury market. Brand opportunities and strategy are identified and recommendations for the future offered.

This event report explains how Equinox, the chain of premium gyms and health clubs, is using digital and social media to connect with its target audience. View Summary

This event report explains how Equinox, the chain of premium gyms and health clubs, is using digital and social media to connect with its target audience.

As a brand that is as much about a lifestyle and a mindset as about exercise, Equinox knows it is "not for everybody".

The company's communications aim to reinforce the core aspects of its brand personality, but also use an irreverent tone of voice.

Two campaigns – based around the premise of "Equinox Made Me Do It" and "Preapologizing" for easing off exercise regimes – capture both its core purpose and lightness of touch.

21

LVMH (Drink and beverages, spirits)

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Euromonitor Profiles, July 2014

This Company Profile from Euromonitor provides key details and analysis of LVMH, the owner of brands such as Hennessy, Glenmorangie, Belvedere and 10 Cane. View Summary

This Company Profile from Euromonitor provides key details and analysis of LVMH, the owner of brands such as Hennessy, Glenmorangie, Belvedere and 10 Cane. Included is a strategic evaluation with key facts about the French company, competitive positioning against comparative brands, and assessment of its position in the alcoholic drinks market. Brand opportunities and strategy are identified and recommendations for the future offered.

22

LVMH (Drink and beverages, wine)

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Euromonitor Profiles, July 2014

This Company Profile from Euromonitor provides key details and analysis of LVMH, the owner of brands such as Moët & Chandon, Cloudy Bay and Jean-Pierre Moueix. View Summary

This Company Profile from Euromonitor provides key details and analysis of LVMH, the owner of brands such as Moët & Chandon, Cloudy Bay and Jean-Pierre Moueix. Included is a strategic evaluation with key facts about the French company, competitive positioning against comparative brands, and assessment of its position in the alcoholic drinks market. Brand opportunities and strategy are identified and recommendations for the future offered.

23

How luxury brands can go digital: Insights from Remy Cointreau

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Stephen Whiteside, Event Reports, Internet Week New York, May 2014

This event report discusses how Rémy Cointreau, the premium alcoholic drinks group, is approaching digital in the US. View Summary

This event report discusses how Rémy Cointreau, the premium alcoholic drinks group, is approaching digital in the US.

As with many luxury specialists, the company long relied on print media to advertise its products.

One important learning experience on new media involved a tie-up with singer Robin Thicke, which ultimately required a rapid shift in strategy.

In the future, "mobile merchandising" could become an interesting area to explore.

Programmatic advertising presents opportunities for the precise targeting of the luxury community, but only if the preparation is sufficiently detailed.

24

Hermès International (Wearing apparel)

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Euromonitor Profiles, May 2014

This Company Profile from Euromonitor provides key details and analysis of luxury apparel and accessories company, Hermès. View Summary

This Company Profile from Euromonitor provides key details and analysis of luxury apparel and accessories company, Hermès. Included is a strategic evaluation with key facts about the French company, competitive positioning against comparative brands, and assessment of its position in the luxury market. Brand opportunities and strategy are identified and recommendations for the future offered.

This event report discusses and questions several myths about luxury shoppers in China. Some of the main misapprehensions include: they just want to accumulate more possessions (in fact, product quali... View Summary

This event report discusses and questions several myths about luxury shoppers in China. Some of the main misapprehensions include: they just want to accumulate more possessions (in fact, product quality is a priority); they can effectively be told what to buy (in reality, they are evermore educated and discriminating); they always look at the logo first (standing out is increasingly important); they are purchasing high-end goods online (the in-store experience is still highly valued); they like direct mail (mobile tools like WeChat are the preferred option); and they enjoy flaunting their wealth (sharing news about luxury purchases now typically occurs in private, one-to-one forums, such as via Skype).